Intergenerational Knowledge Transfer Translated:The Dawson Research InitiativeWisconsin School of Business Bolz Center for Arts AdministrationAbby Ballain, Michal Fischer, Jess Main, Katie Waters

A moment of reflection…

Agenda

•Our Research

•Definitions and Relevance

•Types and Forms of Knowledge

•Barriers to Knowledge Transfer

•Learning from Other Domains

•Corporations

•Cultures

•Non-Profits

•Intergenerational Knowledge Transfer in the Arts

Our Research

• Knowledge Management Research– Corporations– Cultures– Service Organizations– Arts Organizations

• Expert Interviews– Seasoned Leaders– Emerging Leaders

• Knowledge Management Research Studies– Nonprofit Executive Leadership and Transition Survey

2004, Annie E. Casey Foundation, www.aecf.org

– Arts Leadership for the 21st Century, Illinois Arts Alliance Foundation, 2002, www.artsalliance.org

– Bridging the Gap: How to Transfer Knowledge in Today’s Multigenerational Workplace, The Conference Board, 2008www.conference-board.org

Our Research

Agenda

•Our Research

•Definitions and Relevance•Types and Forms of Knowledge

•Barriers to Knowledge Transfer

•Learning from Other Domains

•Corporations

•Cultures

•Non-Profits

•Intergenerational Knowledge Transfer in the Arts

Definitions

Knowledge Management:The organization, creation, capturing or distribution

of knowledge to ensure its availability for future users.

Intergenerational Knowledge Transfer:Any interaction – whether one-on-one, in a group, or

through written communication in print or online – that conveys facts, context, connections, processes, or other insights between two generations.

• 77 million Baby Boomers in US workforce vs. 38 million Gen Xers to take their place1

• Nearly all Baby Boomers will be at average retirement age (62) by 20201

• 57% of Baby Boomers in nonprofit executive positions plan to leave current positions by 20101

• 70% of executives and 90% of staff in non-profit arts in Illinois expect to leave their current positions in the next 5 years2

1—Nonprofit Executive Leadership and Transition Survey 2004, Annie E. Casey Foundation

2—Arts Leadership for the 21st Century, Illinois Arts Alliance Foundation, 2002

Why is this Topic Relevant?

“What really distinguishes an organization is the knowledge that its employees possess.”

-The Conference Board

Agenda

•Our Research

•Definitions and Relevance

•Types and Forms of Knowledge•Barriers to Knowledge Transfer

•Learning from Other Domains

•Corporations

•Cultures

•Non-Profits

•Intergenerational Knowledge Transfer in the Arts

Types of Knowledge

• Factual Knowledge– Basic information

Types of Knowledge

• Process Knowledge– “Recipes for doing

things well”

Types of Knowledge

• Catalog Knowledge– Directories of

expertise

Types of Knowledge

• Cultural Knowledge– Invisible rules and norms– Navigating organizational politics

Forms of Knowledge

• Tacit– Unstated– Sometimes too complex to put into

words

• Explicit– External knowledge– Policy, rule, document

Agenda

•Our Research

•Definitions and Relevance

•Types and Forms of Knowledge

•Barriers to Knowledge Transfer•Learning from Other Domains

•Corporations

•Cultures

•Non-Profits

•Intergenerational Knowledge Transfer in the Arts

Barriers to Knowledge Transfer

• Resources

• Perceived Importance

• Motivation for Participation

• Learning Techniques

Barriers to Knowledge Transfer

• Multi-tasking (Focus)

“You see people at the conference (APAP) trying to get work done at home, which

ultimately negatively impacts both experiences.”

– Survey Respondent

Barriers to Knowledge Transfer

• Technology

“Electronic communication is an instantaneous and illusory contact that creates a sense of intimacy without the emotional investment

that leads to close friendships.”– Clifford Stoll

Barriers to Knowledge Transfer

• Fear

“I think one of the most important things is that I’m not afraid to connect with them (seasoned

leaders). When you first enter the field, the idea of connecting with people at the

executive director and CEO level can be very intimidating.”

– Survey Respondent

Distance

• Spatial– Geographical location– Conference call vs. in person meeting

• Temporal– Knowing at the right time

• Social– Learning techniques– Hierarchical interaction

Social Distance:Four Generations in the Workplace

• Matures/Veterans (b. 1925-1945)• Baby Boomers (b. 1946-1964)

– Classroom, printed text, verbal learners

• Gen X (b. 1965-1979)– Action oriented, visual learners

• Gen Y/Millennials (b. 1980-1995)– Team learning, networking– Technology

Intergenerational Importance

“Personal dynamics and communication between source and receiver can make or

break the transfer of knowledge, especially between generations.”

- The Conference Board

Knowledge Transfer Learning Curve

Bridging the Gaps: How to Transfer Knowledge in Today’s Multigenerational Workplace, The Conference Board, 2008

Agenda

•Our Research

•Definitions and Relevance

•Types and Forms of Knowledge

•Barriers to Knowledge Transfer

•Learning from Other Domains•Corporations

•Cultures

•Non-Profits

•Intergenerational Knowledge Transfer in the Arts

Corporate Examples

• Eli Lilly (40,000+ employees)– Centralized succession database– 360-Degree Feedback– Formal Mentoring Program

Corporate Take-Aways

• Strategies– Connected to core business strategy– Technology plays an essential role– Continuous identification of potential– Ongoing talent development

• Fields of study– Knowledge Management– Strategic Human Resource Management

Corporate Take-Aways

“Arts presenters lose knowledge and good talent when someone in an

organization doesn’t see anywhere to go and so they leave.”

- Survey Respondent

Cultural Examples

• West Africa– Griots

• Responsible for holding culture’s history• Keepers of knowledge

– Oral Tradition

– Song, Dance & Storytelling– Provocateurs

“Stories can help us replace inadequate or outdated mental

models by appealing to us at an emotional or intuitive level.”

-The Conference Board

Cultural Examples

• Papua New Guinea

– Oral tradition carried on by one individual• Value added by scarcity & ownership• Severity of the potential loss

– Translating for documentation• Serves own community and translates

between cultures

Cultural Take-Aways

• Approaches– Individual benefits the whole– Community values its cultural

preservation– Specific role supported by community– Match the tool to the task

“What is best for the organization should ultimately be what is best for the person;

it’s a change of mindset.”-Survey Respondent

Non-Profit Example

• SCORE: “Counselors to America’s Small Business”

– Mentoring advice 24/7

– In person mentoring – 389 offices

– Low-cost workshops

– How-to articles and business templates

– Online workshops and learning

Non-Profit Take-Aways

• Tailored approach• Multiple tools• Accessibility• Collaboration

“How can I make my co-worker

successful?”- Survey Respondent

Agenda•Definitions and Relevance

•Our Research

•Types and Forms of Knowledge

•Barriers to Knowledge Transfer

•Learning from Other Domains

•Corporations

•Cultures

•Non-Profits

•Intergenerational Knowledge Transfer in the Arts

Challenges for Intergenerational Knowledge Transfer in Arts

• ‘Thin’ management• Fragmented• Discipline specific• Service driven

What Are We Already Accessing?

• Arts service organization resources• National and regional communities• Higher education• Organizational level• Across organizations/partnerships

“It is important to volunteer with professional organizations and serve on boards and committees. This is a

responsibility of all leaders in the field, but is also an opportunity to meet

people.”- Survey Respondent

Arts Service Organizations Knowledge Transfer Tools

• Mentorship

• Site Visits

• Panels

• Websites

• Conferences

• Forums

• Webinars

• Fellowships

• Job Shadowing

• Roundtables

• Online Services

• Workshops

• Discussion Groups

• Seminars

Mentorship at Theatre Communications Group

• New Generation Program– Both mentor and mentee incentivized– Identifies future leaders in theater– Opportunities in multiple areas

• Acting, arts administration/management, playwriting, tech work, etc

“I had an outstanding mentor that I could turn to with all of my doubts and fears. He helped me to know

that I could be successful.”- Survey Respondent

Forums at Americans for the Arts

• MetLife Foundation National Arts Program Series– Arts and Business Council of New York– Nationwide discussions exploring issues

facing both fields– Overcomes spatial and social distance

Workshops at APAP

• Emerging Leader Institute– Two and half day seminar– Network building (class, alumni)– Current and relevant issues

“In my day-to-day job, I had no colleagues, so ELI was particularly good for me because it gave me a

network of people from whom to learn.”

- Survey Respondent

Ideas From You

• Social Networking site for Arts Administrators

• Organizational Exchange program• Post-event follow-up

What else?

Key Take-Aways

• Make knowledge transfer a priority– Ongoing– Integrated and continuous– Tied to mission

• Determine who keeps knowledge in your organization

• Understand barriers to knowledge transfer and different learning styles

• Match knowledge type to tool

“I find it regrettable that certain colleagues have reached a level of

success and have stopped providing for the next generation. We have a responsibility to emerging leaders

and the field.” – Survey Respondent

Questions

Who are the Griots in your organization, your community, the field?

Do they know that is their role?

Is their role as Griot supported?

Do we in the arts think as a sector?

How does that affect how we view the knowledge we collectively hold?

What if Arts Presenting was all under one

umbrella?

How would intergenerational knowledge transfer happen?

Thank you!www.bolzcenter.org/dawson